| Sampling Factors: |
Location (Not Relevant: Some projects and services are occurring locally, such as at a headquarters location, or are managed by headquarters-based personnel. Others are occurring in the field and are being managed primarily by field personnel. However, this does not have a notable distinguishing effect on process implementation and performance.)
Customer (Not Relevant: Although each customer tends to have its own preferences relating to details such as progress report formats, information, and frequency, the customer does not have a significant influence on how processes are implemented or performed within the organizational unit.)
Size: Although all projects follow tailored versions of the organizational standard process, the ‘size’—specifically, the dollar amount—of the project can sometimes have a notable impact in the tailoring options selected.
Organizational Structure (Not Relevant: The organizational unit has a relatively flat management structure. Therefore, organizational structure does not cause significant variations in the performance of processes.)
Type of Work (Not Relevant: Although the organization does have different types of projects and/or basic units, the type of work does not significantly affect how processes are performed.) |
| Sampling Factor Values: |
Large Projects (Size): Projects are categorized, implemented, and managed as “Large” if the contract value is greater than or equal to $1,000,000.00.
Small Projects (Size): Projects are categorized, implemented, and managed as “Small” if the contract value is less than $1,000,000.00. |
| Subgroups: |
Large Projects: Projects are categorized, implemented, and managed as “Large” if the contract value is greater than or equal to $1,000,000.00.
15 People, 3 Basic Units
– Large Projects
Small Projects: Projects are categorized, implemented, and managed as “Small” if the contract value is less than $1,000,000.00.
11 People, 5 Basic Units
– Small Projects |